My latest piece is online at Governing and is called “Beyond the ‘Brain Drain’: How Cities Really Need to Sell Themselves.” Though the “brain drain” paradigm is dominant lens through which cities pursue a talent strategy, it’s incomplete and leads to lax efforts to actually recruit people. I suggest actually sales, not just marketing, is critical, and highlight a couple examples – Vegas and Chicago – where we are seeing the start of a new recruiting approach. Here’s a sample:
The dominant talent paradigm in America today is “brain drain.” The idea is to prevent educated people, particularly the young who grew up or went to school in a particular place, from leaving.
This is a model with serious flaws. Notably it implies a sort of “wages fund” view of talent in which each community is endowed with a fixed reservoir of it and the goal is to prevent leakage. It downplays attraction, both “boomerangers” and true newcomers, and by implication suggests that there’s not much to recommend about a community if you didn’t grow up or go to school there. And it misses the point that in an ever more globalized, diverse, complex world, a place’s best interests are not well served by people who’ve never lived anywhere else.